Beruflich Dokumente
Kultur Dokumente
Time: Three
- HUMAN
RESOURCE MANAGEMENT
Hours
ALL
Questions
1. What is the basic difference between personnel management and human resource
management?
2.
What are the different kinds of growth strategies that an organization can adopt?
3.
What is job description and job specification? What are the differences between the two?
4.
5.
in career
development process?
7. Define employee
benefits.
life.
9.
10. What
PART-B(5x10=50Marks)
(Answer should not exceed 150 words)
11.
a. What
are the competencies that HR professionals need to succeed in the new world?
(oR)
b.
12.
process.
development.
(oR)
b.
Page
1of3
02JA2MBD13201
(oR)
b.
15.
a.
You are the HR manager for a call centre and are to design a flexible benefit programme
for your employees and give justifications for the same. Prepare the same in the form of a
report to be submitted to the head of HR.
b. If you were
17
(oR)
b.
PART
-C (2 x 15 = 30 Marks)
Case studv:
16.
Page 2
of3
(10 Marks)
If you were the HR manager, what would you do to avert this crisis?
(Answer should not exceed 75 words)
b.
(5 Marks)
What should be the long-term stratery of this company in terms of the training policy
and process?
Naik felt fumigated and cheated. A brief encounter with Kamath only aggravated
the problem. Naik was curtly told that he should have known company rules before
venturing. Naik decided to quit.
a.
Modern textile is in the business of producing garments and has an average annual
tumover of Rs 3 billion. Since a large volume of its products is exported, the company
has been very conscious of its quality commitment. It provides induction training to
every new employee for two weeks and then on-the -job training by a supervisor for four
months. This had been proving sufficient for the workers in meeting the clients 'quality
expectations even while maintaining the high volume of production.
As part of its ambitious expansion programme, the company recently imported
ultramodern machinery to double its production capacity. After the machinery was
installed, the production volumes increased as expected, but the reject rates too rose
dramatically. Consequently, the cost of production increased and the export deadlines
too became very tight. The management discussed the issue at the ilifferent levels of the
organization and held the machine operators' inadequate knowledge and improper
handling of the new machines as the primary reason for the unusual rejects. To remedy
the situation, the HR department hurriedly organized the necessary training programmes
for the employees' handling this machine and the reject rates situation started to improve.
Meanwhile, the production manager found the HR department at fault for the crisis
and blamed it for not undertaking training-needs assessment among the production
department employees. However, the HR department retorted by saying that barely three
months before the arrival of the new machine, a routine training-needs assessment had
been made among those employees but it had revealed no pressing training requirements.
On their part, the HR personnel held the production manager responsible for failing to
inform them about the imminent a:rival of the new machine at the time of the assessment
the order.
(5 Marks)
***d<
(10 Marks)
02JA2MBD13201
Page 3
of3
02JA2MBD1320l